ManpowerGroup surveyed over 37'000 employers across 42 countries and territories. The 2014 Talent Shortage Survey shows 36% of employers globally have difficulty in filling jobs which is affecting their ability to meet client needs.
According to the Economist Intelligence Unit Research, The Value of Experience: How the C-suite values customer experience in the digital age, companies that prioritize investment in customer experience (CX) have better revenue growth (59% vs. 40%) and are more profitable (64% vs. 47%) than companies where CX is not a priority.
Explore this infographic to learn how investment in CX is directly and positively correlated with C-level engagement and business performance.
Rewarding performance, growth & transformation31 mar-15Ghazali Md. Noor
This document discusses the importance of employee recognition and performance management for business success. It provides statistics showing that recognition is a top motivator for employees and impacts engagement, productivity, and retention. Effective recognition programs can analyze workforce trends, promote diversity, and forecast business impacts. The workforce is changing with millennials now comprising half of all employees by 2020, so recognition tactics must adapt.
Employee Engagement and Retention - InfographKelly Services
The document discusses a survey on employee satisfaction and retention. It found that almost half of all global respondents changed employers in the past year, with the highest job change rates in the EMEA region. While compensation is important, key factors influencing employee job satisfaction and choice include training opportunities, clear responsibilities and goals, and transparent communication. Over half of employees actively look for better jobs even when satisfied in their current role, and managers have a large influence on job satisfaction levels.
The healthcare industry can be vulnerable to crises, but a comprehensive crisis management strategy can contribute to a successful outcome.
In this webinar, we will look at the key elements needed to navigate and overcome a crisis in the Healthcare industry.
This document summarizes the key findings of the 4th edition of the Management Monitor survey conducted in Singapore. Some of the main results presented include:
- The profile of managers surveyed broken down by age, industry, and organization type.
- Managers' views on the top traits of engaging managers, ideal manager personality, and whether IQ or EQ is more important for effective management.
- Managers' self-assessment of their competencies across different management functions, with an average score of 67.8% on the Management Excellence Index.
- The top internal and external challenges faced by businesses and managers in Singapore.
This document discusses mergers and acquisitions and provides statistics on historical M&A failure rates. It notes that most acquisitions historically failed to meet expectations or destroyed shareholder value, with failure rates between 50-70% according to various studies. However, more recent deals since 2003 have been more successful, with around half destroying value rather than the higher rates before 2003. The document suggests this is due to organizations becoming more disciplined and focused on key factors like improving deal selection, getting the culture right between companies, and having a razor sharp focus on integration. It provides advice on various aspects of M&A including components of a deal, potential pitfalls to avoid, criteria for assessing targets, integration approaches, and keys to
TriggerO- Social Recognition Network for your companyTriggerO
TriggerO, the world's first social reward & recognition platform, is an out of the box solution that makes the whole process of employee recognition highly effective, transparent, fair, spontaneous, intuitive & viral. TriggerO is dynamic to incorporate evolving best practices across the world. It also provides market place for providers of products, programs, creative services offering redemption flexibility to the end users.
According to the Economist Intelligence Unit Research, The Value of Experience: How the C-suite values customer experience in the digital age, companies that prioritize investment in customer experience (CX) have better revenue growth (59% vs. 40%) and are more profitable (64% vs. 47%) than companies where CX is not a priority.
Explore this infographic to learn how investment in CX is directly and positively correlated with C-level engagement and business performance.
Rewarding performance, growth & transformation31 mar-15Ghazali Md. Noor
This document discusses the importance of employee recognition and performance management for business success. It provides statistics showing that recognition is a top motivator for employees and impacts engagement, productivity, and retention. Effective recognition programs can analyze workforce trends, promote diversity, and forecast business impacts. The workforce is changing with millennials now comprising half of all employees by 2020, so recognition tactics must adapt.
Employee Engagement and Retention - InfographKelly Services
The document discusses a survey on employee satisfaction and retention. It found that almost half of all global respondents changed employers in the past year, with the highest job change rates in the EMEA region. While compensation is important, key factors influencing employee job satisfaction and choice include training opportunities, clear responsibilities and goals, and transparent communication. Over half of employees actively look for better jobs even when satisfied in their current role, and managers have a large influence on job satisfaction levels.
The healthcare industry can be vulnerable to crises, but a comprehensive crisis management strategy can contribute to a successful outcome.
In this webinar, we will look at the key elements needed to navigate and overcome a crisis in the Healthcare industry.
This document summarizes the key findings of the 4th edition of the Management Monitor survey conducted in Singapore. Some of the main results presented include:
- The profile of managers surveyed broken down by age, industry, and organization type.
- Managers' views on the top traits of engaging managers, ideal manager personality, and whether IQ or EQ is more important for effective management.
- Managers' self-assessment of their competencies across different management functions, with an average score of 67.8% on the Management Excellence Index.
- The top internal and external challenges faced by businesses and managers in Singapore.
This document discusses mergers and acquisitions and provides statistics on historical M&A failure rates. It notes that most acquisitions historically failed to meet expectations or destroyed shareholder value, with failure rates between 50-70% according to various studies. However, more recent deals since 2003 have been more successful, with around half destroying value rather than the higher rates before 2003. The document suggests this is due to organizations becoming more disciplined and focused on key factors like improving deal selection, getting the culture right between companies, and having a razor sharp focus on integration. It provides advice on various aspects of M&A including components of a deal, potential pitfalls to avoid, criteria for assessing targets, integration approaches, and keys to
TriggerO- Social Recognition Network for your companyTriggerO
TriggerO, the world's first social reward & recognition platform, is an out of the box solution that makes the whole process of employee recognition highly effective, transparent, fair, spontaneous, intuitive & viral. TriggerO is dynamic to incorporate evolving best practices across the world. It also provides market place for providers of products, programs, creative services offering redemption flexibility to the end users.
This outsourcing report looks at the trends driving, and barriers to, outsourcing adoption in 45 economies across the globe.
Why and what functions are businesses outsourcing? What is preventing businesses from outsourcing? And how can these obstacles be overcome?
Human Amplification In The Enterprise - Retail and CPGInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Retail and CPG.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
This document outlines a business accelerator program to help small and medium enterprises grow. It discusses how SMEs are important but often fail within 5 years. The accelerator provides customized and tiered services including skills development, systems implementation, and management training to help businesses improve in key areas like sales, operations, and leadership. The goal is to increase revenue and reduce costs so SMEs can accelerate their growth.
Leading at the Speed of Change
China Corporate Real Estate Trends 2015 reveals that China’s CRE function is continuing to mature toward a strategic and business-driven role. Find out more at: http://globalcretrends.jll.com/China.php
Human Amplification In The Enterprise - Manufacturing and High-techInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Manufacturing and High-tech.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
"Driving Customer Loyalty: Making Every Interaction Count." Acxiom and Loyalty360 proprietary research findings. Presented by Tim Suther, Acxiom Chief Marketing Officer, at Loyalty Expo 2012.
2018 Tech Adoption Summit: Let’s Do the Numbers — Why Small Businesses are M...Localogy
The document discusses findings from a survey of small and medium sized businesses regarding their adoption of cloud-based technologies. Some key findings include:
- SMBs are increasingly using cloud-based apps and software to save time and access tools remotely. Younger SMBs and those in certain industries are early adopters of these technologies.
- While SMBs value features like security, cost savings and performance, smaller businesses place more importance on security and larger businesses prioritize growth opportunities.
- Marketing, sales automation and accounting software see the highest planned adoption rates. Larger companies anticipate more purchases than smaller firms.
- The majority of SMBs host applications in the cloud for benefits like remote access, collaboration and scalability.
EMEA10: IT Training and Certification: Value to EmployersCompTIA UK
August 2009 saw the launch of a CompTIA research project into the value of IT Training and Certification looking at into the insights and opportunities associated with the billions of pounds that go into IT training and certification each year. With lots of buzz and demand from our members for a more specific EMEA study, CompTIA’s Vice President of Research, Tim Herbert, will present the findings of the brand new study into the value of IT Training and Certification to employers.
Career development in the canadian workplace, national business survey ontarioCERIC
This document provides results from a national business survey conducted in Canada regarding career development and recruitment challenges. It summarizes responses from 500 business officials in Ontario and across Canada on topics such as difficulties finding qualified candidates, reasons for challenges, and recruitment methods used. Tables of response percentages are provided on issues like skill shortages, economic conditions, and the role of resumes in hiring.
The Global IT Trust Curve survey - Comprehensive Results PresentationEMC
The 2013 IT Trust Curve study surveyed 3,200 respondents to assess their organizations’ IT maturity levels and ability to withstand and quickly recover from disruptive incidents such as unplanned downtime, security breaches, and data loss.
Discover the impact and upside of having high IT Trust maturity, as captured in this overview of the survey results.
More via http://www.emc.com/campaign/it-trust-curve/index.htm
Social Drink-Up! #6 - Best practices pour réussir sa transformation digitaleFastory
La question ne se pose plus : les entreprises doivent désormais intégrer le digital dans leur code génétique.
Si l’aspect technologique est bien entendu fondamental,
les premiers enjeux portent d’abord sur l’organisation
et la meilleure façon de briser les silos.
Cette « mutation » ouvre bien entendu de nombreuses questions.
Quelles sont les meilleures pratiques pour réussir cette transformation digitale ? Qui sont les décideurs de cette stratégie ? Quelles sont les initiatives que les managers doivent engager ? Quels sont les talents indispensables
pour réussir sa digitalisation ? Et bien entendu, quel rôle
va jouer le département marketing dans cette nouvelle architecture d’entreprise ?
Modern Finance Driving Transformation from WithinMichel Rokita
This document summarizes the key findings of a report by Oracle and Intel on the state of modern finance and the challenges finance leaders face. Some of the main points covered include:
- Finance leaders are under pressure to help navigate uncertainty and boost productivity while reducing costs. Close collaboration between finance, IT, and business units is seen as important for digital transformation.
- External factors like regulations, economic issues, and rising costs are concerning more finance leaders than internal issues. Infrastructure and technology also present risks to the finance function.
- Preparing for risks outside of the company's control is challenging as impacts can be more significant. Finance must help ensure effective risk management and meet rising customer expectations.
Webinar - Multichannel Maturometer 2018 results: Key global trendsAcross Health
Questions answered include:
• Did the 20%+ budget increase in 2017 continue in 2018?
• Which channels have reached maturity…and which ones could break out in the next years?
• What are the industry's biggest bottlenecks for adopting digital?
• (How) are key digital capabilities developing versus last year?
• How satisfied is the industry with its digital efforts to date?
For the recorded webinar please visit our website: http://bit.ly/2vC86oc
The document discusses the results of a survey about analytics usage in customer service centers. 45% of respondents said they were exploring the potential of analytics, while 26% said they used analytics for customer service. The top perceived benefits of analytics were improving business processes (52%) and increasing market intelligence (24%). The main barrier to utilizing analytics was seen as unproven return on investment (47%). The survey also found that 49% of organizations expect a large increase (15%+) in customer service/management roles over the next decade. 94% anticipated that these roles will require higher skill levels in the coming years. Improving management skills was seen as having the most impact on employment (39%).
Human Amplification In The Enterprise - Telecom and CommunicationInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Telecom and Communication.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document discusses gender disparity in the telecommunications sector. A survey found that the majority of women in executive positions believe diversity is important, but that the telecom industry lags behind in achieving diversity. Additional studies and reports show that women are poorly represented in management and leadership levels across various regions of the world. Research also demonstrates that telecom organizations with more gender diverse workforces see improved financial performance and capturing of new markets. Therefore, increasing gender diversity could provide clear benefits to telecom companies.
This document summarizes the findings of a survey of 600 US IT and business executives about skills gaps in the IT workforce. Some key findings include:
- 86% of respondents have heard of the concept of an IT skills gap in the past 2 years
- The top perceived causes of skills gaps are workers lacking advanced skills, some segments falling behind, and generational differences
- Emerging technologies, integration skills, cloud skills, and cybersecurity are seen as the biggest gaps
- Nearly 60% of respondents see skills gaps growing at their organizations
- The top proposed strategies to address gaps include more on-the-job training, incentives for continuous learning, and apprenticeship programs
Work & Residence Permits in Switzerland - A Summary (2019)Experis Switzerland
A summary of the restrictions and requirements for securing a work and/or residence permit for EU/EFTA nationals as well as 3rd state citizens looking to move to Switzerland.
This outsourcing report looks at the trends driving, and barriers to, outsourcing adoption in 45 economies across the globe.
Why and what functions are businesses outsourcing? What is preventing businesses from outsourcing? And how can these obstacles be overcome?
Human Amplification In The Enterprise - Retail and CPGInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Retail and CPG.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
This document outlines a business accelerator program to help small and medium enterprises grow. It discusses how SMEs are important but often fail within 5 years. The accelerator provides customized and tiered services including skills development, systems implementation, and management training to help businesses improve in key areas like sales, operations, and leadership. The goal is to increase revenue and reduce costs so SMEs can accelerate their growth.
Leading at the Speed of Change
China Corporate Real Estate Trends 2015 reveals that China’s CRE function is continuing to mature toward a strategic and business-driven role. Find out more at: http://globalcretrends.jll.com/China.php
Human Amplification In The Enterprise - Manufacturing and High-techInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Manufacturing and High-tech.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
"Driving Customer Loyalty: Making Every Interaction Count." Acxiom and Loyalty360 proprietary research findings. Presented by Tim Suther, Acxiom Chief Marketing Officer, at Loyalty Expo 2012.
2018 Tech Adoption Summit: Let’s Do the Numbers — Why Small Businesses are M...Localogy
The document discusses findings from a survey of small and medium sized businesses regarding their adoption of cloud-based technologies. Some key findings include:
- SMBs are increasingly using cloud-based apps and software to save time and access tools remotely. Younger SMBs and those in certain industries are early adopters of these technologies.
- While SMBs value features like security, cost savings and performance, smaller businesses place more importance on security and larger businesses prioritize growth opportunities.
- Marketing, sales automation and accounting software see the highest planned adoption rates. Larger companies anticipate more purchases than smaller firms.
- The majority of SMBs host applications in the cloud for benefits like remote access, collaboration and scalability.
EMEA10: IT Training and Certification: Value to EmployersCompTIA UK
August 2009 saw the launch of a CompTIA research project into the value of IT Training and Certification looking at into the insights and opportunities associated with the billions of pounds that go into IT training and certification each year. With lots of buzz and demand from our members for a more specific EMEA study, CompTIA’s Vice President of Research, Tim Herbert, will present the findings of the brand new study into the value of IT Training and Certification to employers.
Career development in the canadian workplace, national business survey ontarioCERIC
This document provides results from a national business survey conducted in Canada regarding career development and recruitment challenges. It summarizes responses from 500 business officials in Ontario and across Canada on topics such as difficulties finding qualified candidates, reasons for challenges, and recruitment methods used. Tables of response percentages are provided on issues like skill shortages, economic conditions, and the role of resumes in hiring.
The Global IT Trust Curve survey - Comprehensive Results PresentationEMC
The 2013 IT Trust Curve study surveyed 3,200 respondents to assess their organizations’ IT maturity levels and ability to withstand and quickly recover from disruptive incidents such as unplanned downtime, security breaches, and data loss.
Discover the impact and upside of having high IT Trust maturity, as captured in this overview of the survey results.
More via http://www.emc.com/campaign/it-trust-curve/index.htm
Social Drink-Up! #6 - Best practices pour réussir sa transformation digitaleFastory
La question ne se pose plus : les entreprises doivent désormais intégrer le digital dans leur code génétique.
Si l’aspect technologique est bien entendu fondamental,
les premiers enjeux portent d’abord sur l’organisation
et la meilleure façon de briser les silos.
Cette « mutation » ouvre bien entendu de nombreuses questions.
Quelles sont les meilleures pratiques pour réussir cette transformation digitale ? Qui sont les décideurs de cette stratégie ? Quelles sont les initiatives que les managers doivent engager ? Quels sont les talents indispensables
pour réussir sa digitalisation ? Et bien entendu, quel rôle
va jouer le département marketing dans cette nouvelle architecture d’entreprise ?
Modern Finance Driving Transformation from WithinMichel Rokita
This document summarizes the key findings of a report by Oracle and Intel on the state of modern finance and the challenges finance leaders face. Some of the main points covered include:
- Finance leaders are under pressure to help navigate uncertainty and boost productivity while reducing costs. Close collaboration between finance, IT, and business units is seen as important for digital transformation.
- External factors like regulations, economic issues, and rising costs are concerning more finance leaders than internal issues. Infrastructure and technology also present risks to the finance function.
- Preparing for risks outside of the company's control is challenging as impacts can be more significant. Finance must help ensure effective risk management and meet rising customer expectations.
Webinar - Multichannel Maturometer 2018 results: Key global trendsAcross Health
Questions answered include:
• Did the 20%+ budget increase in 2017 continue in 2018?
• Which channels have reached maturity…and which ones could break out in the next years?
• What are the industry's biggest bottlenecks for adopting digital?
• (How) are key digital capabilities developing versus last year?
• How satisfied is the industry with its digital efforts to date?
For the recorded webinar please visit our website: http://bit.ly/2vC86oc
The document discusses the results of a survey about analytics usage in customer service centers. 45% of respondents said they were exploring the potential of analytics, while 26% said they used analytics for customer service. The top perceived benefits of analytics were improving business processes (52%) and increasing market intelligence (24%). The main barrier to utilizing analytics was seen as unproven return on investment (47%). The survey also found that 49% of organizations expect a large increase (15%+) in customer service/management roles over the next decade. 94% anticipated that these roles will require higher skill levels in the coming years. Improving management skills was seen as having the most impact on employment (39%).
Human Amplification In The Enterprise - Telecom and CommunicationInfosys
Infosys commissioned a study to develop a research methodology and get insights into the current nature of digital transformation enterprises undergo, across industry verticals. This deck provides industry specific insights from Telecom and Communication.
The study sought to understand a) the specific drivers of digital transformation for enterprises, b) the various facets of this transformation, c) expected and ensuing outcomes, and d) the role of Artificial Intelligence (AI).
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
The document provides an overview of advancing the HR profession in South Africa. It discusses trends in HR, benchmarks for HR functions, and proposes an HR competency model. Specifically, it notes that HR is increasingly seen as a strategic partner, and highlights priorities like talent management, leadership development, and skills development. Workforce analytics and metrics are still limited in many organizations. An HR competency model is presented as a way to enhance professionalism in the field.
The document discusses gender disparity in the telecommunications sector. A survey found that the majority of women in executive positions believe diversity is important, but that the telecom industry lags behind in achieving diversity. Additional studies and reports show that women are poorly represented in management and leadership levels across various regions of the world. Research also demonstrates that telecom organizations with more gender diverse workforces see improved financial performance and capturing of new markets. Therefore, increasing gender diversity could provide clear benefits to telecom companies.
This document summarizes the findings of a survey of 600 US IT and business executives about skills gaps in the IT workforce. Some key findings include:
- 86% of respondents have heard of the concept of an IT skills gap in the past 2 years
- The top perceived causes of skills gaps are workers lacking advanced skills, some segments falling behind, and generational differences
- Emerging technologies, integration skills, cloud skills, and cybersecurity are seen as the biggest gaps
- Nearly 60% of respondents see skills gaps growing at their organizations
- The top proposed strategies to address gaps include more on-the-job training, incentives for continuous learning, and apprenticeship programs
Work & Residence Permits in Switzerland - A Summary (2019)Experis Switzerland
A summary of the restrictions and requirements for securing a work and/or residence permit for EU/EFTA nationals as well as 3rd state citizens looking to move to Switzerland.
The document summarizes the results of a talent shortage survey conducted in Switzerland. It finds that 2 out of 5 Swiss employers report difficulty filling jobs. The hardest jobs to fill are skilled trades, management/executives, sales, accounting/finance, and administrative professionals. The top reasons for the shortage are lack of technical competencies, lack of applicants, lack of soft skills, lack of experience, and candidates seeking higher salaries. This talent shortage is impacting employers through reduced ability to serve clients, lower competitiveness, and increased costs. In response, employers are adopting new recruiting practices, training existing staff, exploring new talent sources, and implementing alternative work models like virtual work.
The Manpower Employment Outlook Survey results will help you target your job search with details on the best locations to find jobs and the industries hiring.
Manpower Employment Outlook Survey reveals the best areas and industries for jobs in Switzerland. Employers share their hiring plans for Q4 2014.
The Swiss employment outlook is cautiously optimistic as we see positive hiring plans across all industries despite the geopolitical turmoil and related slowdown in the global economy.
The results of ManpowerGroup’s 9th annual Talent Shortage Survey reveals the extent to which employers are having difficulty finding the right talent in Switzerland, which jobs are the most difficult to fill and subsequently, where jobseekers can find the most opportunity for a new job. - See more at: http://www.experis.ch/talent-shortage
Manpower Employment Outlook Survey reveals the best areas and industries for jobs in Switzerland. Employers share their hiring plans for the next quarter.
The Swiss employment outlook is cautiously optimistic as we see positive hiring plans for Central Switzerland, Zürich, Suisse Romande and Ostschweiz.
A ManpowerGroup insight paper that explains how leaders can unleash organisational agility in the face of unpredictable macroeconomic forces.
Originally presented at the WEF 2014 in Davos, Switzerland, it explains that simplification must be CEO-driven and supported by a fully-aligned leadership team, with CHROs playing a critical role in implementing a one-size-fits-one talent strategy that encompasses people practices, work models and talent sources.
A ManpowerGroup whitepaper on female leadership. Making the case for more women leaders in businesses today. Find out how to get them and keep them in your organisation.
Experis is a talent company that provides skilled professionals to help businesses grow and seize opportunities. It operates in over 50 countries and works with 80% of Fortune Global 500 companies. Experis has deep industry knowledge that allows it to understand clients' challenges and identify professionals with the right skills. It combines local expertise with global resources to connect clients with the talent they need to succeed.
A summary of the restrictions and requirements for securing a work and/or residence permit for EU/EFTA nationals as well as 3rd state citizens looking to move to Switzerland.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
LinkedIn Strategic Guidelines for June 2024Bruce Bennett
LinkedIn is a powerful tool for networking, researching, and marketing yourself to clients and employers. This session teaches strategic practices for building your LinkedIn internet presence and marketing yourself. The use of # and @ symbols is covered as well as going mobile with the LinkedIn app.
1. OF EMPLOYERS
EXPERIENCING A
TALENT SHORTAGE
SAY THIS HAS A
MEDIUM OR HIGH
IMPACT ON THEIR
ABILITY TO MEET
CLIENT NEEDS
OF EMPLOYERS
REPORT DIFFICULTY
FILLING JOBS
The highest proportion
since 2007
36 %
TOP 10JOBS EMPLOYERS ARE
HAVING DIFFICULTY FILLING
TALENT SHORTAGES IN
LEADING GLOBAL ECONOMIES
TOP 10COUNTRIES THAT
HAVE DIFFICULTY FILLING JOBS
54 %
Skilled Trade
Workers
Engineers Technicians Sales
Representa-
tives
Accounting
& Finance
Staff
2 3 4 51
Management
/Executives
Sales
Managers
IT Staff Office
Support
Staff
Drivers
106 7 8 9
United
Kingdom 12%
decrease of
1 percent
Japan
81%
decrease of
4 percent
France
21%
decrease of
12 percent
Peru
67%
increase of
39 percent
Brazil
63%
decrease of
5 percent
Panama
58%
increase of
20 percent
China
24%
decrease of
11 percent
India
64%
increase of
3 percent
Turkey
63%
increase of
5 percent
Colombia
57%
increase of
27 percent
Germany
40%
increase of
5 percent
Argentina
63%
increase of
22 percent
New Zealand
59%
increase of
8 percent
Hong Kong
56%
decrease of
1 percent
United
States 40%
increase of
1 percent
India
64%
increase of
3 percent
Japan
81%
decrease of
4 percent
2
5
8
3
6
9
4
7
10
1
5TRENDS
AFFECTING TALENT
SHORTAGES TODAY
Rapid Technological Development1
Shifting Demographics2
Mismatch Between Talent Supply And Demand3
4
Lack Of Hard And Soft Skills Among Today’s Youth5
ManpowerGroup Talent Shortage Survey 2014 Find out more here:
www.manpowergroup.com/research
Fast Growing Emerging Economies
2014 TALENT SHORTAGE SURVEY
ManpowerGroup spoke to over 37,000 employers in 42 countries
and territories to look at the extent to which they are having difficulty
finding the right talent and what jobs are most difficult to fill.